This chapter includes a review of the literature pertaining to workplace training. It opens by discussing the debate that exists in the literature and then proceeds to examine and present the competencies, processes, and personal characteristics of workplace trainers. The conceptual framework centres on the training model of Knowles (1980). It reaches a conclusion that workplace training is the strategic linchpin of modern productivity, business innovation, and renewed employee commitment that results in higher morale and lower employee turnover.
The changes in workforce demographic/labour market shifts, technology, democratization, governmental regulations, consumers’ rising demands, the need for higher quality, the necessity to be more efficient and productive, and competition from intensified globalization of the world economy have made it clear that to compete effectively, businesses must be the best in the world at what they do. Secondly, today’s employees expect an environment in which they can contribute and be valued as human beings, otherwise they change jobs, quit the organization, or lapse into postures of apathy and resentment (Walter, 2002). These demands have caused corporations to hone their core competencies towards being world-class, with the concept of the learning organization (Senge, 1990) acting as a trigger for training practices.
Vacant employment positions appearing ...